HYPNOTIC ARGUMENTS THAT EASILY SEDUCE

Written by Charles Lewis


Copywriting is, simply put,repparttar study ofrepparttar 106861 human ego. And, believe it or not, there's more to writing a sales letter than word choice, readability, grammar, spelling, sentence structure, guarantees, and even those overly exaggerated testimonials of yours.

Look... if you've read more than two or three articles onrepparttar 106862 subject of copywriting, you know all about "Features = Benefits", "Power Words", and every copywriting formula ever created. If you haven't, here are a few places you'll want to check out later on...

Joe Vitale's Copywriting Profit Center http://www.mrfire.com/profitcenter.html

David Garfinkel's Results-Driven Marketing http://www.davidgarfinkel.com/

Copywriting Articles http://www.webprozone.com/copywriting.html

Forget AIDA -- Think M.A.G.I.C. http://www.webprozone.com/articles/000148.html

## THREE TYPES OF PERSONALITIES

One ofrepparttar 106863 most powerful copywriting tactics you can use isrepparttar 106864 segmentation ofrepparttar 106865 human personality. Before you write your sales letter, you must know your audience. That's a given. But this tactic goes beyond that...

Here's how it works:

To put it plainly, there are three types of people: commanders, thinkers, and visualizers. Each of them will respond varyingly to different arguments. There are exceptions, of course, and oftentimes it's difficult to determine what type of person you're dealing with -- especially if you are selling a product online, where you cannot see or speak with your potential customer.

Some arguments resonate well with all three types. Take, for example repparttar 106866 "Features = Benefits" approach. Instead of simply rattling off what your product can do, you must tell your prospect how it will benefit him or her specifically. This tactic works best with visualizers -- but is important when dealing with all types of people.

Sad as it may seem, other arguments will only work well with one type orrepparttar 106867 other. Say you decide to try selling something to a thinker with promises of a quick & easy, visually appealing product. Guess what? They'll tell you to shove it down your throat.

Wouldn't you just love to shove it down THEIR throat? Here's how:

## THE COMMANDER

Commanders are leaders. Jobs occupied by commanders are generally management level positions, ranging from Project Director to CEO. They value a strong handshake, and forrepparttar 106868 most part, have a husky, dominating physique.

Words most commonly used by commanders are physical in nature. Here are a few good examples: tackle, power, feel, sense, grasp, touch, people, and team.

When I think of a commander, I think of my high school hockey coach. Although he wasn't a very husky guy, he could shoot a puck at 100+ miles per hour, shatter Plexiglas with a strong check (yes, he actually did this once) and, most importantly, he made an honest to god team out of a bunch of punk kids. That is what a commander does.

Top arguments to win over a commander include: strength, durability, years in business, proven and time tested product, and famous clients/founder. Using phrases like, "Your competitors are..." "I/We can handle (tackle) repparttar 106869 toughest assignments..." and "Your team will like..." are sure to win them over.

Business Planning Myopia

Written by Daniel McGilvery


With few exceptions, business plans tend to change very little from year to year. In most cases it's a matter taking last year's plan, making a few modifications, changingrepparttar dates andrepparttar 106860 title page and attaching new financials. After all, we're not reinventingrepparttar 106861 wheel here. Your market isrepparttar 106862 same, your organization hasn't changed that much and you still haverepparttar 106863 same customers, give or take a few. So why changerepparttar 106864 plan.

Let me offer two possible reasons:

1. Internet

Easilyrepparttar 106865 most pervasive and fundamental change in our business landscape, Internet has far reaching implications in terms of how we reach, service and communicate with customers. The rapid and phenomenal growth of this technology, however, has created an interesting anomaly among corporate business planners. On one hand, most everyone acknowledges that their business plans should incorporate a well thought out and executable Internet strategy. Butrepparttar 106866 issue of determining what that strategy is exactly and what it should include is a little more difficult. An example is Electronic Commerce.

When someone mentions e-commerce, if you're like most of usrepparttar 106867 first companies that come to mind arerepparttar 106868 pure-plays like Amazon.com, Priceline.com, Buy.com and that genre of high profile on-line retailer who seem to be inrepparttar 106869 news almost daily. It is estimated that these and other on-line retailers will generate in excess of $50 billion in revenue this year. But as impressive as this number is, it pales in comparison torepparttar 106870 estimated $380 billion in total e-commerce business. So where isrepparttar 106871 remainder of this e-revenue coming from. Clearlyrepparttar 106872 service sector is a contributor butrepparttar 106873 largest component arerepparttar 106874 B to Bs andrepparttar 106875 thousands of companies who have recognized thatrepparttar 106876 Internet can be a very effective alternative distribution channel. Companies like Dell Computer whose on-line revenue now exceeds $6 million per day.

Another example that may not be quite as familiar to you is Milacron Inc., a multibillion-dollar Midwest manufacturer of metalworking products (formerly Cincinnati Milacron). Milacron has launched a successful e-business initiative directed at small metalworking shops. This proverbial "low end" of their market was a large, fragmented and highly inefficient segment that Milacron was unable to economically reach with their traditional methods of distribution. By using Internet, however, they were able to successfully open up this significant new market with margins that are higher then their previous average. Is Milacron unique? Hardly. Forrester Research predicts that e-commerce revenue will exceed $1.3 trillion by 2003 and that close to 70% of all businesses will have some form electronic commerce activity.

While this is all well and good, we also know that Internet isn't for everyone and it could be that you're better off directing those precious resources in a different direction. How do you know if Internet should be part of your future plans? Answers torepparttar 106877 following questions might help you decide.

Can Internet be used to improve your customer facing transactions, to make it easier for customers to interact with your company? Can your Internet presence be more effectively utilized to not only position and promote your business but also to educate your customers and prospects. Can you better position your company through Internet as a resource for current and future customers? Will e-commerce ever be a part of your distribution channel strategies? Are there market segments that you're not reaching now that you can reach economically via Internet?

If your answer to one or more ofrepparttar 106878 above questions is yes, then you should probably have an Internet strategy as part of your business plan. Your plan should also address internal changes that may be necessary to assurerepparttar 106879 proper implementation of your Internet strategy.

2.Inertia

I think it was Galileo who originally definedrepparttar 106880 concept of inertia although Al Gore takes credit for it. (If it wasn't Galileo, would someone please let me know so that I won't keep making this embarrassing mistake). In essence, what this individual said was that objects moving in one direction tend to want to continue to move in that same direction. Sound familiar?

This very same concept applies to businesses. Strategies developed years ago are still in motion today, not because they representrepparttar 106881 best strategies or best alternatives. It's justrepparttar 106882 way things have always been done. And lets face it, it's much easier and far less stressful to simply avoid changes.

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